Archive for category: Service

I receive comments to my posts – thank you all – and I would like to address one of them more completely than a comment response.

Technicians, in the field, should be able to leave an invoice with the client upon completion of the work!

This is a subject that is near and dear to my heart. We have some of the smartest people in our employ working in the field. To operate on the basis that they are not to be empowered to create an invoice for the client is almost insulting to them. Isn’t it?

Perhaps you don’t have the Business system or communications access to allow this to happen but it should never be because the technicians don’t have the skills. Underestimating or underappreciating the talents and abilities of field technicians is a common canard.

The time is now.

November 7th and November 8th – Chicago, Illinois.

The “New” Quest Service Management – Unit I

What it looks like when it is Right

A more professional, productive and profitable Service Operation is necessary for the distributors in the Capitals Goods Industries to be successful. To assist in the development of this Service Management team we have designed a new series of training courses aimed at enhancing the skills of those charged with this responsibility. The “New Quest Service Management – Unit I” consists of 4 elements presented during a two day seminar.

The Principles of Management

The Basic Principles of Management – what we call the Pursuit of Performance: Planning, Organizing and Control; Job Descriptions and Responsibilities, Performance Standards and Targets – what it looks like when it is right; Employee counseling with praise and constructive criticism in Personnel Management; Time Management to set yourself free; The Business of Change and how to overcome resistance to change; How to survive in spite of ourselves.

Introduction to Accounting & Finance for Service Personnel

Understand Financial Statements from the Service Department Perspective.  Clear and understandable definitions of the main financial terminology a supervisor/manager must have. Learn the Dealership Financial Fitness Model; and Profitability Pyramid. Asset Management and the value of Return On Assets. Pricing and Return on Capital Employed (ROCE) Discover new truths about the famous “Discount” and the consequences of it on the customer and the business.

The Operational and Process Foundation

Balancing Labor and Skills Availability with Customer Service: Work Order Process Management; simplification is not just a nice word it is very possible in this clear exposure of the flow and needs of a service management job function. The impossible made understandable. Completion Dates and Meeting Them. Unleash your true power of knowledge by learning about flat rating and shop floor scheduling.

It’s All about Customers

Satisfying everyone’s requirements and developing relationships: “Inspections” to ensure Machine Reliability, Technical knowledge and advice. How you should use price as a marketing tool; variable labor rates and their application. Value added selling; and the value of Customer Retention. Surveys to develop satisfied customers for life: Customer Profiles and all the background required to make customers your apostles.

This “New Quest Service Management – Unit I” provides a broad base introduction to Service Management for the 21st Century. It is intended for Service Lead hands, Instore Sales Lead hands, Supervisors, Managers and Executives. The material covers all management and operational disciplines of a Professional Service Manager.

Go to www.rjslee.com under the Learning tab select Classroom courses to register.

The last service blog listed a series of items that are required if we are to give customers the certainty they want when they work with the service department. The first of those required items is an inspection. Yes I know the customer tells us what is wrong and what they want done. And yes I agree that many of the customers are very knowledgeable. And finally I agree that most customers know their machinery better than anyone else. So why don’t I want to trust their diagnoses? It is really quite simple.

I refer you back to your doctor. I know many of you don’t visit your doctor as regularly as you should, particularly you men. Women are much better at preventative maintenance, oops medicine, than men are as a rule. Perhaps that is why so many men customers believe that preventative maintenance is only about dropping fluids and changing filters. But go back to the doctor if you will. They see you once a year, perhaps more, and have a discussion with you, check your vitals, blood pressure, temperature, pulse, weight, etc., and then they send you to a lab for blood work, perhaps for an x-ray or an MRI depending on the situation. But don’t you know your body better than anyone else? So why not just tell the doctor what is wrong and have the doctor fix it? Of course you know the answer to that one don’t you? Then why don’t we operate the same way when it comes to the service department? You have to have an inspection. It should be done by specifically named inspectors. It should be a predefined series of steps and indications. It should have the machine operating as it would in a work environment, at operating temperature. Then we can be certain of the causes for the customer complaints. Then we can be more certain on our quotation and completion dates. That is what the customer wants and needs for us. The time is now.

Too often dealerships call around to the neighboring dealers and ask for their service pricing. While it is understandable to know what the pricing is in your territory it is more important to develop a price structure that is required to attract the business and also produce the profit necessary to operate a dealership.
We will expose the “peanut butter” labor pricing for what it is – an over simplified unrealistic pricing mechanism – and provide an alternative to consider. It all starts from the skills of the men and the degree of difficulty of the work involved. That requires we must know the skills of the men we employ and then use their skills on jobs that match that skill. Consider that the wage that is paid to the men is a direct reflection of the skills that the men have and we have a starting point to determine labor rates. It is called a “wage multiple.

This methodology has been in use for a long time but not by sufficiently large numbers of dealerships; currently most of us over price low skill work and under price high skill work. We will define and describe the wage multiple so that upon the completion of this webinar the participants will be able to return to work and recalculate their labor rates with this new method and evaluate whether or not they should apply it in their Service Department.

Customers, for the dealership service department, have grown used to performing service maintenance and minor repairs either themselves, or with the help of independent mechanics.  This has led them to the conclusion that repairs are easily done and that they can diagnose problems with their equipment without much help from anybody.

While it is true that some of the customers employees and independent mechanics can perform very technical work it still remains the dealership that has access to all the technical expertise that is provided by the manufacturers of the equipment.
The parallel that will be presented in this program is that of the doctor.  The technician performing the inspection is a qualified analyst, trained to know what to look for and what the symptoms mean. The inspections that we are talking about here are diagnostic inspections to be performed prior to conducting any repairs, quality control inspections to be done after work has been completed, and machine appraisals which would be required of machines being traded in or been purchased used.

This program, on inspections, will provide you with an outline, a process, to follow in developing the inspection programs, listed above, for your dealership that will allow you to improve all repair processes as well as have a more consistent condition report on used equipment.